Bob Murray – författare

Successfully managing a change initiative is no simple feat, regardless of the size of the firm - distilling the process of change into a workforce takes careful planning and support. Change is stressful and difficult for people to process and accept, as we often cling to what we know. This is especially true of lawyers, who are notoriously averse to change. However, the legal sector has begun to rapidly transform - and the firms that don't change with it are going to struggle to stay relevant. In these turbulent times for firms, change initiatives must be properly managed to ensure the whole firm can successfully shift to the new norm and stick to it. Without the proper support and management, a firm runs the risks of alienating their workforce - who will not take well to sudden and imposed change. Managing Legal Change Initiatives looks to illustrate the best methods of introducing and managing change in a sector that is known for being adverse to it. The book highlights the critical obstacles and pitfalls that law firms will face during transitional periods, and outlines some of the best methods of approaching organizational change; from building a change framework to follow, to encouraging a shift in partner behavior through the compensation strategy. This new book also explores why change is so difficult for individuals - with discussion of the neuroscience behind change, and the role of emotional intelligence in leaders to help garner a transformation. With the disruptions to legal services predicted to continue for some time, it will be those firms who adapt, put into place, and act upon a change management strategy that will be the ones capitalize on changes to come.

Today's law firm is an entity in flux. Economic and technological disruption - along with a range of other factors - have contributed to this change, meaning that firms are not what they used to be. It is therefore a necessity that the way they are managed also needs to change. This means, among many things, the need to corporatize the running of the firm; a move away from the focus on the billable hour towards more intangible activities such as business development and marketing and - perhaps the most important factor - the development of a new kind of leader within the legal landscape. The new kind of leader now demanded by a transformed legal profession is not readily forthcoming, however. Legal culture stresses individualism and independence, which is reinforced by firm governance, practice management, and performance management systems that are ill-suited to foster supportive and collaborative leadership practices; lawyers are trained and conditioned to be combative, autonomous, and didactic. To position oneself as a contender in a fast-moving and competitive market, the legal leader of the future must push back against these trends by acting strategically, engaging in people management, investing in their employees, and creating a working environment that places emphasis on communication, teamwork, and growth and development. Legal leadership: a handbook for future success combines the latest and most relevant intelligence from those on the frontline of law firm leadership and management, to serve as the catalyst for change and the foundation on which a strong leadership practice can be built. Drawing on their expertise and experience, our authors - ranging from behavioral psychologists to senior management figures and pofessional coaches -present a wide range of competencies and strategies to cultivate as part of a leader's personal and professional development. Whether you are already a member of your firm's senior management, or in a junior position with big aspirations, Legal leadership: a handbook for future success provides the essential tools to equip you to become a leader of the future.

Research shows that 80 percent of all strategic initiatives by professional service firms fail to meet their objectives.This book is about how to make them a success. Strategy is, in the end, about people, and will succeed or fail depending on how well partners, employees, clients, and others apply it.Scientifically, there are several basic elements in getting human beings to adopt any new strategic idea, which can be encapsulated in four questions:- Will it give me more certainty in areas of my life that I most care about?- Will it give me more autonomy, more freedom, more choice in the areas of my life that I most care about?- Will it increase the amount of trust that people have in me?- Will it increase my value, my status, in the eyes of those that I care about?Almost all of the strategic failures that the authors – Dr Bob Murray and Dr Alicia Fortinberry – have witnessed or researched have come about because the key stakeholders have answered one or more of these questions in the negative.The Human Science of Strategy: what works and what doesn’t examines the issues behind each of these questions and shows how they form the drivers of almost all human decision-making and behaviour.

Research shows that 80 percent of all strategic initiatives by professional service firms fail to meet their objectives. This book is about how to make them a success. Strategy is, in the end, about people, and will succeed or fail depending on how well partners, employees, clients, and others apply it. Scientifically, there are several basic elements in getting human beings to adopt any new strategic idea, which can be encapsulated in four questions: - Will it give me more certainty in areas of my life that I most care about? - Will it give me more autonomy, more freedom, more choice in the areas of my life that I most care about? - Will it increase the amount of trust that people have in me? - Will it increase my value, my status, in the eyes of those that I care about? Almost all of the strategic failures that the authors - Dr Bob Murray and Dr Alicia Fortinberry - have witnessed or researched have come about because the key stakeholders have answered one or more of these questions in the negative. The Human Science of Strategy: what works and what doesn''t examines the issues behind each of these questions and shows how they form the drivers of almost all human decision-making and behaviour.

Today''s law firm is an entity in flux. Economic and technological disruption - along with a range of other factors - have contributed to this change, meaning that firms are not what they used to be. It is therefore a necessity that the way they are managed also needs to change. This means, among many things, the need to corporatize the running of the firm; a move away from the focus on the billable hour towards more intangible activities such as business development and marketing and - perhaps the most important factor - the development of a new kind of leader within the legal landscape. The new kind of leader now demanded by a transformed legal profession is not readily forthcoming, however. Legal culture stresses individualism and independence, which is reinforced by firm governance, practice management, and performance management systems that are ill-suited to foster supportive and collaborative leadership practices; lawyers are trained and conditioned to be combative, autonomous, and didactic. To position oneself as a contender in a fast-moving and competitive market, the legal leader of the future must push back against these trends by acting strategically, engaging in people management, investing in their employees, and creating a working environment that places emphasis on communication, teamwork, and growth and development. Legal leadership: a handbook for future success combines the latest and most relevant intelligence from those on the frontline of law firm leadership and management, to serve as the catalyst for change and the foundation on which a strong leadership practice can be built. Drawing on their expertise and experience, our authors - ranging from behavioral psychologists to senior management figures and pofessional coaches -present a wide range of competencies and strategies to cultivate as part of a leader''s personal and professional development. Whether you are already a member of your firm''s senior management, or in a junior position with big aspirations, Legal leadership: a handbook for future success provides the essential tools to equip you to become a leader of the future.

Today''s law firm is an entity in flux. Economic and technological disruption - along with a range of other factors - have contributed to this change, meaning that firms are not what they used to be. It is therefore a necessity that the way they are managed also needs to change. This means, among many things, the need to corporatize the running of the firm; a move away from the focus on the billable hour towards more intangible activities such as business development and marketing and - perhaps the most important factor - the development of a new kind of leader within the legal landscape. The new kind of leader now demanded by a transformed legal profession is not readily forthcoming, however. Legal culture stresses individualism and independence, which is reinforced by firm governance, practice management, and performance management systems that are ill-suited to foster supportive and collaborative leadership practices; lawyers are trained and conditioned to be combative, autonomous, and didactic. To position oneself as a contender in a fast-moving and competitive market, the legal leader of the future must push back against these trends by acting strategically, engaging in people management, investing in their employees, and creating a working environment that places emphasis on communication, teamwork, and growth and development. Legal leadership: a handbook for future success combines the latest and most relevant intelligence from those on the frontline of law firm leadership and management, to serve as the catalyst for change and the foundation on which a strong leadership practice can be built. Drawing on their expertise and experience, our authors - ranging from behavioral psychologists to senior management figures and pofessional coaches -present a wide range of competencies and strategies to cultivate as part of a leader''s personal and professional development. Whether you are already a member of your firm''s senior management, or in a junior position with big aspirations, Legal leadership: a handbook for future success provides the essential tools to equip you to become a leader of the future.

The legal sector is facing a period of major metamorphosis - disruptors are making waves in the structuring, process, and service-delivery models, and client''s needs are becoming more demanding and value-focused. As the landscape of law transforms many firms will be left facing a situation of, in John Alber''s words, change or die. How will law firms keep up with upcoming rapid and volatile changes to the legal sector, and what form will they take after the transformation? What will the law firm of the future be like, and what can firms do today to ensure they are properly future proofed? Lawscape 2025: Defining the law firm of tomorrow is an exploration of the biggest innovations, strategies, and disruptors that are set to change the face of legal practice. Featuring leading industry experts weighing in on topics such as future firm structures and leadership strategies, revolutionised compensation measures, and the growing prevalence of big data, analytics, and artificial intelligence, this title will serve as a trusty manual on surviving the changing landscape of the legal world.

The legal sector is facing a period of major metamorphosis - disruptors are making waves in the structuring, process, and service-delivery models, and client''s needs are becoming more demanding and value-focused. As the landscape of law transforms many firms will be left facing a situation of, in John Alber''s words, change or die. How will law firms keep up with upcoming rapid and volatile changes to the legal sector, and what form will they take after the transformation? What will the law firm of the future be like, and what can firms do today to ensure they are properly future proofed? Lawscape 2025: Defining the law firm of tomorrow is an exploration of the biggest innovations, strategies, and disruptors that are set to change the face of legal practice. Featuring leading industry experts weighing in on topics such as future firm structures and leadership strategies, revolutionised compensation measures, and the growing prevalence of big data, analytics, and artificial intelligence, this title will serve as a trusty manual on surviving the changing landscape of the legal world.

Successfully managing a change initiative is no simple feat, regardless of the size of the firm - distilling the process of change into a workforce takes careful planning and support. Change is stressful and difficult for people to process and accept, as we often cling to what we know. This is especially true of lawyers, who are notoriously averse to change. However, the legal sector has begun to rapidly transform - and the firms that don''t change with it are going to struggle to stay relevant. In these turbulent times for firms, change initiatives must be properly managed to ensure the whole firm can successfully shift to the new norm and stick to it. Without the proper support and management, a firm runs the risks of alienating their workforce - who will not take well to sudden and imposed change. Managing Legal Change Initiatives looks to illustrate the best methods of introducing and managing change in a sector that is known for being adverse to it. The book highlights the critical obstacles and pitfalls that law firms will face during transitional periods, and outlines some of the best methods of approaching organizational change; from building a change framework to follow, to encouraging a shift in partner behavior through the compensation strategy. This new book also explores why change is so difficult for individuals - with discussion of the neuroscience behind change, and the role of emotional intelligence in leaders to help garner a transformation. With the disruptions to legal services predicted to continue for some time, it will be those firms who adapt, put into place, and act upon a change management strategy that will be the ones capitalize on changes to come.